10 OUTLANDER EX_CHINA_INDEX
速维达 Selontra 安全技术说明书
安全技术说明书页: 1/12 巴斯夫安全技术说明书按照GB/T 16483编制日期 / 本次修订: 05.09.2021版本: 2.0日期/上次修订: 18.06.2021上次版本: 1.1日期 / 首次编制: 11.08.2020产品: 速维达 Selontra®Product: Selontra(30662329/SDS_GEN_CN/ZH)印刷日期 01.11.20231. 化学品及企业标识速维达 Selontra®Selontra推荐用途和限制用途: 灭鼠剂, 杀生制品公司:巴斯夫(中国)有限公司中国上海浦东江心沙路300号邮政编码 200137电话: +86 21 20391000传真号: +86 21 20394800E-mail地址: **********************紧急联络信息:巴斯夫紧急热线中心（中国）+86 21 5861-1199巴斯夫紧急热线中心（国际）:电话: +49 180 2273-112Company:BASF (China) Co., Ltd.300 Jiang Xin Sha RoadPu Dong Shanghai 200137, CHINA Telephone: +86 21 20391000Telefax number: +86 21 20394800E-mail address: ********************** Emergency information:Emergency Call Center (China):+86 21 5861-1199International emergency number: Telephone: +49 180 2273-1122. 危险性概述纯物质和混合物的分类:根据 GHS 标准，该产品不需要进行分类。
巴斯夫安全技术说明书日期 / 本次修订: 05.09.2021版本: 2.0产品: 速维达 Selontra®Product: Selontra(30662329/SDS_GEN_CN/ZH)印刷日期 01.11.2023标签要素和警示性说明:防范说明:P101如需就医：请随身携带产品容器或标签。
美国亚特兰大：华人超市、中国城、华人餐馆大全,只需说中文
美国亚特兰大：华人超市、中国城、华人餐馆大全，只需说中文美国亚特兰大：华人超市、中国城、华人餐馆大全，只需说中文2013-12-02 09:54阅读：10,454（星条置业Hans独家，全国首次全面公布，独家版权）很多人说亚特兰大白人多，说英语有困难，买亚特兰大的房子，英语不太好，生活不方便。
说的有一定道理。
但是，亚特兰大的华人也不少，我今天把亚特兰大的华人生活区的地方和大家说说。
在这里的华人，保守估计在8-10万（没有看到官方的统计数字）。
这里的华人主要来自三个地方：最早70年代来这里的韩国华侨，70年代末开始来的台湾学生，以及80年代中开始来的大陆学生。
这些人以及后来从外州移过来的华人就自然形成了几股有相当实力的势力。
亚特兰大有个“中国城”（ChinaTown），但这“中国城”有别于纽约或旧金山的“中国城”，因为在晚上是没有人住在这里的，而且现在华人的购物中心都分散在好几处，并不在“中国城”里。
但亚特兰大的“中国城”的确有个大门，上书'China Town' (中国城)几个大字。
“中国城”里有小庭院，小桥流水，石桌石凳供人休息。
石桌上画有中国象棋棋盘，总会看到有人下棋。
中间的Food Court里，有着几家小吃铺。
“中国城”的两翼则是各种店：饭店、书店、中药店、洗衣店、租录像店、美容店，还有各种服务所：人寿保险、房地产、翻译、旅游、职业介绍，等等、等等。
还有一家大陆人开的“顶好超市”。
在中国城的'顶好超市'后面，有一栋两层楼高的大楼。
那座大楼建筑物是当年国民党执政时期，由本地(台湾)华人捐献土地，国民党政府出钱盖的。
本地华人也捐了用于内装修、音响等“小钱”。
许多本地华人都习惯性地称呼那楼为“华人活动中心”。
但实际上它现在的正式名称是：“亚特兰大华侨文教服务中心”。
1、Duluth的大中华超市Great WallSupermarket。
华人基本在好地方，所以，从这里可以看到，哪里是好学区，好地段。
ICANN域名服务门户注册服务机构用户指南说明书
ICANN 域名服务门户注册服务机构用户指南Version 4.1ICANN 工程和 IT 团队2021 年 9 月 17 日目录简介4 1登录域名服务门户5 1.1初始登录设置5 1.2设置多重要素验证6 1.3登录6 2域名服务门户基本术语7 3角色（注册管理机构/注册服务机构/CZDS）选择器8 4用户帐户管理9 4.1首页9 4.2我的信息9 4.3文件库9 4.4支持10 4.5注销10 5将拥有凭证的用户添加到您的帐户11 6导航12 6.1选项卡12 6.2帐户搜索和全局搜索12 6.3帐户栏13 6.4帐户详情13 6.5发票首选项13 6.6列表视图15 7首页图标/着陆页和公告板16 7.1合规公告板16 8案例选项卡17 8.1案例子选项卡17 8.2案例状态说明18 8.3合规状态说明18 9合规单（NSP 外部）选项卡19 10IANA IDS 选项卡20 10.1详情子选项卡20 10.2相关子选项卡20 10.3IANA 角色子选项卡2110.4Buttons 22 10.4.1编辑22 10.4.2管理 RDAP URL 2211新请求选项卡2312转让详情选项卡24 12.1下载操作按钮24 12.2筛选操作按钮2413ICANN WHOIS 选项卡2614参考链接27简介本版注册服务机构域名服务门户 (NSp) 用于取代之前的 RADAR 系统。
新门户采用多重要素验证来提高安全性，但仍允许注册服务机构查看选定的 ICANN 合同合规单列表，其中包含过去 30 天内发送给注册服务机构的合规单。
合同合规案例针对任何与投诉（WHOIS、转让等）、费用或技术监督服务（数据托管、URS、ZFA、SLA 监督等）有关，上报给签约方解决的问题。
1 登录域名服务门户1.1 初始登录设置在您开始之前，在您的收件箱中找到题为“Get Started with ICANN’s Naming Services portal”（ICANN 域名服务门户入门）的邮件。
欧蓝德EX对比斯巴鲁森林人
向山谷进发 欧蓝德EX对比斯巴鲁森林人在这个SUV受到万千宠爱的时代里，斯巴鲁的森林人选择了一定程度的妥协，而三菱的欧蓝德EX则选择了坚持。
它们走在不同的道路上，性格差异也很明显，但似乎总能聚到一起，也许这就是宿命，就像STI和EVO一样似乎是因为在WRC战场和民用高性能轿车领域多年的恩怨情仇，人们在谈到三菱时，总会很自然地想到斯巴鲁，当然，反过来也是一样。
二者的成对出现似乎已经成为了一种习惯。
的确，STI和EVO这两个名字对于关注斯巴鲁和三菱的车迷们来讲已经深入人心。
每当出现相应的换代车型，众汽车媒体也都会不约而同地导演一幕幕二者火拼的场景。
而现在，这种针锋相对的局面已经不局限于这两款性能车型，三菱的欧蓝德EX和斯巴鲁的森林人也要开始习惯出双入对了。
刚刚完成改款的三菱欧蓝德EX实际上是其第二代车型的中期改款，其第一代车型在2001年诞生，当时名为Airtrek，到2003年更名为欧蓝德(Outlander)。
从这点不难看出，欧蓝德的历史并不算长，同时也表明三菱这个SUV的先锋品牌将更多的注意力集中到了帕杰罗身上。
相比之下，斯巴鲁森林人的诞生时间要稍早几年。
经历了1997年的第一代车型和2003年的第二代车型后，现款森林人已经是第三代，同时也是森林人完成重大转变的一代。
也许是基于翼豹平台开发的原因，前两代的森林人仍然具有明显的轿车风格。
某种意义上讲，当时的森林人更像是底盘加高的旅行车。
这个本身就有些小众的品牌在当时造出了一辆更加小众的车型。
直到2008年斯巴鲁推出了第三代森林人，纯正的都市SUV风格让人们看到了斯巴鲁的改变，一种倾向于大众化的改变。
也许有人说这是斯巴鲁在妥协、在放弃，但我认为我们更应该看到这种改变所表现出的积极的一面。
比如产品在实用性方面的提升，以及可能的销量的提升等等。
尽管第三代森林人抛弃了那所谓的小众个性，但斯巴鲁的核心技术依然保证了森林人应有的精髓。
与森林人在第三代实现转变不同，欧蓝德在2005年完成的第一次改款就可谓是大刀阔斧。
美国亚马逊FBA头程仓库代码
(聚嘉国际)美国亚马逊Code Location State CityPHX3美西-安大略AZ PhoenixPHX5美西-安大略AZ GoodyearPHX6美西-安大略AZ PhoenixPHX7美西-安大略AZ PhoenixTFC1美西-安大略AZ PhoenixONT2美西-安大略CA San BernardinoONT6美西-安大略CA Moreno ValleyONT8美西-安大略CA Moreno ValleyOAK4美西-安大略CA TracyONT9美西-安大略CA RedlandsOAK3美西-安大略CA PattersonOAK5美西-安大略CA NewarkONT5美西-安大略CA San BernardinoSNA4美西-安大略CA RialtoSJC7美西-安大略CA TracyPHL1美东DE New CastlePHL3美东DE New CastlePHL7美东DE MiddletownTPA1美东FL RuskinTPA2美东FL LakelandLAL1美东FL LakelandMCO5美东FL DavenportMIA5美东FL Doral(Miami)ATL6美东GA East PointATL8美东GA Lithia SpringsIND1美东IN WhitestownIND2美东IN PlainfieldIND3美东IN PlainfieldIND4美东IN IndianapolisIND5美东IN PlainfieldSDF8美东IN JeffersonvilleXUSE美东IN WhitestownCMH2美东OH GroveportTUL1美西-安大略KS CoffeyvilleMCI5美西-安大略KS LenexaMKC4美西-安大略KS EdgertonCVG1美东KY HebronCVG2美东KY HebronCVG3美东KY HebronLEX1美东KY LexingtonLEX2美东KY LexingtonSDF1美东KY CampbellsvilleSDF2美东KY LouisvilleSDF4美东KY ShepherdsvilleSDF6美东KY ShepherdsvilleCVG8美东KY FlorenceCVG5美东KY HebronCVG7美东KY HebronSDF7美东KY ShepherdsvilleSDF9美东KY Shepherdsville IVSA美东KY ErlangerBOS5美东MA StoughtonBOS7美东MA Fall RiverBWI2美东MD BaltimoreBWI1美东MD BaltimoreBWI5美东MD BaltimoreCLT5美东NC ConcordRNO2美西-安大略NE RenoBOS1美东NH NashuaEWR4美东NJ RobbinsvilleEWR5美东NJ Woodbridge (Avenel) EWR7美东NJ Woodbridge (Avenel) EWR6美东NJ SwedesboroEWR9美东NJ CarteretABE8美东NJ FlorenceLAS2美西-安大略NV Las VegasRNO1美西-安大略NV FernleyRNO4美西-安大略NV RenoABE2美东PA BreinigsvilleABE3美东PA BreinigsvilleAVP1美东PA HazletonPHL4美东PA CarlislePHL5美东PA LewisberryPHL6美东PA CarlisleMDT1美东PA CarlisleABE5美东PA HarrisburgPHL9美东PA CarlislePIT5美东PA PittsburghXUSC美东PA CarlisleAVP3美东PA GOULDSBOROABE4美东PA EastonCAE1美东SC West Columbia GSP1美东SC SpartanburgBNA1美东TN LebanonBNA2美东TN LebanonBNA3美东TN MurfreesboroCHA1美东TN ChattanoogaCHA2美东TN CharlestonBNA5美东TN NashvilleSAT1美西-安大略TX SchertzDFW6美西-安大略TX CoppellDFW7美西-安大略TX Fort WorthDFW8美西-安大略TX DallasHOU1美西-安大略TX Humble FTW1美西-安大略TX DallasFTW2美西-安大略TX Grapevine RIC1美东VA Petersburg RIC2美东VA ChesterBFI1美西-安大略WA SumnerBFI3美西-安大略WA DuPont SEA6美西-安大略WA Bellevue SEA8美西-安大略WA Bellevue BFI4美西-安大略WA KentMKE1美东WI Kenosha MKE5美东WI Kenosha RIC3美东WV Chesterfield MDW2美东IL JolietSTL4美东IL Edwardsville MDW6美东IL ROMEOVILLE亚马逊FBA仓库分区表Address Zip 6835 West Buckeye Road 85043 16920 W Commerce Drive 85338 4750 West Mohave St85043 800 N 75th Ave85043 5050 West Mohave Street85043 1910 E Central Ave92408 24208 San Michele Rd92551 24300 Nandina Ave92551 Golden State FC LLC 1555 N. Chrisman Rd95304-9370 2125 W. San Bernardino Ave.92374 255 Park Center Drive 95363-8876 3811 Cherry Street94560 2020 E. Central Ave. Southgate Building 4 92408-2606 Golden State FC LLC2496 W Walnut AveRialto92376-3009 188 Mountain House Parkway953911 Centerpoint Blvd. 197201600 Johnson Way19720 560 Merrimac Ave19709 .DEDC LLC 3350 Laurel Ridge Ave.33570 .DEDC LLC 1760 County Line Rd33811 1760 County Line Rd. 33811 205 Deen Still Road 33897 1900 NW 132nd Place33182 4200 North Commerce30344 .dedc LLC,2201 Thornton Road30122-3895 4255 Anson Blvd 46075 715 Airtech Pkwy46168 715 Airtech Pkwy Suite 195 46168 710 S. Girls School Rd46231 800 Perry Road46168 900 Patrol Rd 47130 5100 S. Indianapolis Road46075 6050 Gateway Court Groveport43125-9016 2654 North Highway 16967337 16851 W 113th St66219 .ksdc LLC 19645 Waverly Rd66021-9588 Bldg. F Park W Int’l41048 1600 Worldwide Blvd 41048 3680 Langley Dr. 41048 1850 Mercer Drive 40511 172 Trade St. 40511 1050 South Columbia 42718 4360 Robards Ln 40218 376 Blvd40165 271 Omega Pkwy401657968 Kentucky Drive Suite 2 & 341042Hebron Building 2 ,2285 Litton Lane 41048-8435 Hebron Building 2 ,2285 Litton Lane 41048-8435300 Omicron Court40165100 W. Thomas P. Echols Lane401654620 Olympic Blvd410181000 Tech Center Drive 02072-4744 .dedc LLC，1180 Innovation Way027222010 Broening Hwy212242010 Broening Highway212245001 Holabird Ave.212247035 Northwinds Drive280278000 North Virginia Street8590610 State Street3063 .dedc LLC 50 New Canton Way08691-2350301 Blair Road #10007001301 Blair Road #100070012277 Center Square Rd08085 .dedc LLC 8003 Industrial Parkway07008-3529 .dedc LLC 309 Cedar Lane085183837 Bay Lake Trail, Suite 111 North890301600 East Newlands Drive 894088000 North Virginia Street89506705 Boulder Drive18031650 Boulder Drive18031550 Oak Ridge Road 1820221 Roadway Dr17015500 McCarthy Dr. Fairview Business Park 17339675 Allen Rd.17015 .dedc LLC, 2 Ames Drive,170156455 Allentown Boulevard171122 Ames Drive. Building #2170152250 Roswell Drive1520540 Logistics Drive17013 .dedc LLC 298 1ST AVE GOULDSBORO18424-9492 .dedc LLC,1610 Van Buren Road180454400 12 Street Extension29172402 John Dodd Rd2930314840 Central Pike Suite 19037090500 Duke DR37090Joe B Jackson Pkwy371277200 Discovery Drive37416-1757225 Infinity Dr NW37310偏远50 Airways Blvd. 372176000 Enterprise Avenue78154-1461 .KYDC LLC 940 W Bethel Road75019-4424700 Westport Parkway 76177-45132700 Regent Blvd75261 8120 Humble Westfield Rd77338 .kydc LLC 33333 LBJ FWY Dallas75241-7203 .kydc LLC2701 West Bethel Road76051 5000 Commerce Way23803 1901 Meadowville Technology Pkwy23836 1800 140th Avenue E.98390 2700 Center Drive98327 1227 124th Avenue Northeast98004 1227 124th Avenue Northeast98004 .DEDC LLC 20529 59th Place South98032 Kenosha Enterprise Park, 38th Street (near I-94)53144 11211 Burlington Road53144 Across the Street from 1901 Meadowville Technology Pa23836 250 Emerald Drive60433 .dedc LLC，3050 GATEWAY COMMERCE CE62025-2815 .dedc LLC,1125 W REMINGTON BLVD60446-6529。
CSSCNeoShineOffice3.0UserGuide-Chinese
3.3 文件操作及格式 ......................................................................................................... 38 3.3.1 新建文件..................................................................................................................... 38 3.3.2 打开文件..................................................................................................................... 40 3.3.3 保存文件..................................................................................................................... 42 3.3.4 发送文件..................................................................................................................... 45 3.3.5 关闭文件..................................................................................................................... 46 3.3.6 查看文件的属性 ......................................................................................................... 46 3.3.7 文件兼容性 ................................................................................................................. 47
Capital Firm Ownership and Investment Efficiency in China
NBER WORKING PAPER SERIESDAS (WASTED) KAPITAL:FIRM OWNERSHIP AND INVESTMENT EFFICIENCY IN CHINADavid DollarShang-Jin WeiWorking Paper 13103/papers/w13103NATIONAL BUREAU OF ECONOMIC RESEARCH1050 Massachusetts AvenueCambridge, MA 02138May 2007David Dollar, Country Director for China and Mongolia, World Bank; Shang-Jin Wei, Assistant Director and Chief of Trade and Investment Division, Research Department, International Monetary Fund and Research Associate and Director of the Working Group on the Chinese Economy at the NBER. The authors wish to thank Jahangir Aziz, Chong-en Bai, Marcos Chamon, Chang-Tai Hsieh, Cui Li, Anil Kashyap, Yingyi Qian, Raghu Rajan, and seminar/conference participants at the NBER and IMF, especially Francesco Givanzzi, Galina Hale, and Chang-Tai Hsieh for helpful comments, and Yuanyuan Chen, Chang Hong, Xuepeng Liu, and Eric von Uexkull for excellent research assistance. This paper represents the personal views of the authors, and not necessarily those of the World Bank, the IMF, the NBER, or any other organizations that the authors are affiliated with.© 2007 by David Dollar and Shang-Jin Wei. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source.Das (Wasted) Kapital: Firm Ownership and Investment Efficiency in ChinaDavid Dollar and Shang-Jin WeiNBER Working Paper No. 13103May 2007JEL No. E22,F21,O1ABSTRACTBased on a survey that we designed and that covers a stratified random sample of 12,400 firms in 120 cities in China with firm-level accounting information for 2002-2004, this paper examines the presence of systematic distortions in capital allocation that result in uneven marginal returns to capital across firm ownership, regions, and sectors. It provides a systematic comparison of investment efficiency among wholly and partially state-owned, wholly and partially foreign-owned, and domestic privately owned firms, conditioning on their sector, location, and size characteristics. It finds that even after a quarter-of-century of reforms, state-owned firms still have significantly lower returns to capital, on average, than domestic private or foreign-owned firms. Similarly, certain regions and sectors have consistently lower returns to capital than other regions and sectors. By our calculation, if China succeeds in allocating its capital more efficiently, it could reduce its capital stock by 8 percent without sacrificing its economic growth (and hence could raise its household consumption and deliver a faster improvement to its citizens' living standard).David DollarThe World Bank1818 H St., NWWashington, DC 20433ddollar@Shang-Jin WeiInternational Monetary FundRoom 10-70019th Street, NWWashington, DC 20433and NBERswei@I. I NTRODUCTIONThe breakneck growth rate of the Chinese economy is in large part driven by capital accumulation (and exports). The country’s investment to GDP ratio at 40 percent in 2005 (even after the denominator was revised up by 16.8 percent by the government) is high compared with the world average, and even higher than most other East Asian countries which are also known for relying on capital accumulation for their growth. How efficient is the Chinese investment? Is it systematically related to its unfinished reforms in which state-owned firms continue to suck in a sizable chunk of new investment? The purpose of the paper is to assess the efficiency of capital allocation in China, including whether the country has succeeded in removing the bias in favor of state-owned firms after nearly three decades of economic reforms.We do so by using data from a firm survey that we carried out. One problem of usual official firm surveys is that ownership classification tends to rely on firm registration. Yet, many firms’ ownership may have evolved faster than what is recorded on the registration. We designed a survey of firms in China in early 2005 and carried it out during July-November, 2005. It covered 12,400 firms in 120 cities located all across China. We asked the firms to report actual breakdown of ownership (private, state, etc), and found that about 15 percent of the firms in the sample (169 out of 1122) that were still registered as state-owned had already become fully privately owned according to the actual breakdown of ownership. This suggests that it is important to reclassify ownership based on actual ownership information rather than the firm label at the time of its registration.Our paper is related to the literature on the role of financial sector in China’s growth. Allen, Qian and Qian (2005) suggest that the high rates of GDP growth must imply that the informal financial sector has sufficiently made up for the shortcomings of the formal financial system dominated by state-owned banks. Boyreau-Debray and Wei (2005), on the hand, provide evidence that capital mobility is low across Chinese regions, and households’ ability to engage in consumption risk sharing is also low in the 1990s. Hsieh and Klenow (2006) provide evidence of unequal returns to capital across firms within the same sector in China and India, but do not investigate systematic allocative efficiency across ownership or locations. Bai, Hsieh, and Qian (2006) provided estimates of returns to capital using aggregate data. Dobson and Kashyap (2007) discussed the problems associated with China’s gradualist strategy in reforming its banks.As a preview of the main findings, we will report strong evidence that state-owned firms have lower (marginal and average) returns to capital than either domestic private or foreign firms. In addition, there is also systematic dispersion in the returns to capital across locations and sectors. Based on these econometric estimates, we calculate that China could drastically reduce its investment-to-GDP ratio and raise its consumption without sacrificing its growth rate by improving the returns to capital on the stock of capital currently employed by state-owned firms.The rest of the paper is organized as follows. Section 2 describes a simple model that helps to interpret the subsequent econometric estimates. Section 3 is the meat of the empiricalanalysis. It starts by describing the survey from which we extract the data for the analysis,and then provides a sequence of estimations and analyses. Section 4 concludes.II. C ONCEPTUAL F RAMEWORKIn this section, we use a simple model to generate a prediction on the relationship betweenobserved returns to capital (or labor), and distortions on capital, labor, and output. It alsomotivates the econometric specifications that we will employ in the subsequent analysis.Firm’s ProblemConsider a representative firm j in sector s that is a price-taker in both output and inputmarkets. Let πj, y j, K j and L j be firm j’s profit, output, capital usage, and labor usagerespectively. Firm j aims to maximize its profit:πj = p j Y j - r j K j - w j L j (1)Maxwhere p j, r j, and w j denote the output price, gross interest (rental cost of capital), and wagerate faced by firm j, respectively. The firm subscript is used to stress the point that distortionsin the output and factor market could be firm specific (or at least ownership specific) andmake the firm’s effective output price and input costs deviate from the market prices. Wesuppress sector subscript for simplicity. Specifically, letp j = p (1-d j Y) (2) r j = r (1+d j K) (3) w j = w (1+d j L) (4) Where p, r, and w are the output price, rental cost of capital and wage rate common to allfirms in the same sector and location. d j Y summarizes all output distortions the firm faces,expressed in the form of a tax that it proportion to its output. d j K summarizes all distortionson the cost of capital. For example, if private firms face systematic discrimination by localbanks, or face greater hurdle in getting listed in local stock markets, that could be representedby a high (and positive) d j K for them. As another example, if state-owned firms receivesubsidized credit, then their d j K would be negative. d j L represents all distortions on the cost oflabor. For example, if a firm is not allowed to freely dismiss workers, then its d j L would behigh.On the production function side, we assume that all differences across firms in the samesector occur at the TFP level only:Y j = A j f(K j , L j) (5) Where A j represents firm-specific total factor productivity. For simplicity, we assume f(., .)takes a Cobb-Douglas functional form:f(K j , L j) = K jα L j1-α(6) Where α denotes the capital share in output and is the same for all firms in the same industry.The first order conditions of the profit maximization problem yield the familiar conditionsthat the marginal revenue product of capital (MRPK) and marginal revenue product of labor (MRPL) should be equal to (firm-specific) interest rate and wage rate:MRPK j≡ p j A j f’K(K j , L j) = r j (7)MRPL j≡ p j A j f’L(K j , L j) = w j (8)By the virtue of the Cobb-Douglas production function, marginal revenue products of capital (MRPK) and labor (MRPL) are also proportional to their average revenue product counterparts:ARPK j ≡ p j Y j /K j = (1/α) MRPK j (9)ARPL j ≡ p j Y j /L j = [1/(1-α)] MRPL j (10) Researcher’s ProblemAs not all distortions faced by the firm are observable by an economic researcher, we cannot measure average and marginal revenue products directly. Instead, our observed averagerevenue product of capital, denoted by ARPK j o, is given by,ARPK j o≡ pY j /K j(11) Making use of (2), (3), (7), and (9), together with (11), we haveARPK j o = p j Y j /[(1-d j Y)K j] = ARPK j /(1-d j Y) = [r (1+d j K)] / [α (1-d j Y)] (12)A log approximation of (12) gives a convenient linear expression:ARPK j o≈ ln(r/α) + d j K + d j Y (13)lnThis indicates that the deviation of log observed average revenue product of capital from the common component in any sector, ln(r/α), reflects a combination of firm-specific distortionson capital cost and output.The relationship between the observed average revenue product of labor and the distortionscan be derived similarly:ARPL j o≡ pY j /L j = ARPL j /(1-d j Y) = [w (1+d j L)] / [(1-α) (1-d j Y)] (14) andlnARPL j o≈ ln[w/(1-α)] + d j L + d j Y (15)The dispersion of the log observed average revenue product of labor across firms within asector reflects a dispersion in the combined labor and output distortions. From equations (13)and (15), it is clear that output distortion affects both ARPK j o and ARPL j o. On the otherhand, capital (labor) distortion only affects ARPK j o (ARPL j o).So far, we have assumed that the firm is a price-taker in both the output and input markets.Suppose we let the firm produce a differentiated product, and face a downward-slopingdemand curve as described byY j d = Y s {p j /[(1-d j Y)P s}-σ(16)where Y s and P s are the aggregated demand for output in sector s and the aggregated priceindex for sector s, respectively, and σ is the elasticity of substitution between differentvarieties in sector s2. As a reminder, all firm-specific variables also can have a sector ssubscript but omitted for simplicity.Since the firm’s profit equation is no longer homogeneous of degree one in capital and labor,the optimal levels of capital and labor can be worked out. However, for our purpose, we notethat there are still relationship similar to equations (13) and (15) between ARPK j o or ARPL j oand the various distortions. The only changes are the two constant terms. More precisely,with a differentiated product framework, we would haveARPK j o≈ ln (r/α) + 1/σ + d j K + d j Y (13)’lnandlnARPL j o≈ ln[w/(1-α)] + 1/σ + d j L + d j Y (15)’Econometric SpecificationsWhen we turn to the data, we are especially interested in finding out how the output, capitaland labor distortions vary by firm ownership types, conditioning on sector and locationcharacteristics of the firms. We will classify all firms into several ownership types, and createa set of dummies for them. In the subsequent empirical investigation, we will implement thefollowing panel regressions (for which time-subscripts are added where appropriate):ARPK j,t o = ∑βi ownership i,j + ∑ year-dummies + ∑ sector-dummiesln(17)+ ∑ location -dummies + other controls + error j,t2 See Hsieh and Klenow (2006) for a discussion.For a given firm j, at most one ownership dummy would take the value of one, and all otherswould take the value of zero. In the case of a domestic private firm (the benchmark case), allseven ownership dummies take the value of zero. With this specification, the coefficient βishould be interpreted as measuring the capital and output distortions for ownership type irelative to those for domestic private firms, holding sector, location, year, and other firmcharacteristics constant. For example, if wholly state owned firms receive subsidized loansbut private firms do not, or if private firms face more hurdles in obtaining a bank loan thanstate firms, or a combination of the two, then the βi coefficient for wholly state ownershipshould take a negative value in the econometric estimation.We implement a comparable specification for the observed average revenue product of labor:lnARPL j,t o = ∑γi ownership i,j + ∑ year-dummies + ∑ sector-dummies(18)+ ∑ location -dummies + other controls + error j,tIII. D ATAThe survey was conducted during July-November, 2005. It covers 12,400 firms in 120 cities,located in all provinces, autonomous regions, and directly administrated cities, with theexception of Tibet. In each city, a random sample of firms stratified along sector and size(sales) was chosen. The local sample size was 200 firms each in Beijing, Chongqin,Shanghai, and Tianjin (four “super cities” or central government directly administratedcities), and 100 firms each in the rest of cities.We make use of two parts of the survey. The first is three-year (2002-2004) accounting dataon sales, material, capital and labor, filled out by chief account and head of human resources.The second part is information on the general business environment faced by the firm filledout by the chief executive of the firm. The survey was pilot tested by World Bank staff withfirms in Beijing before it was rolled out nationwide. In September and November 2005, wealso visited some of the data points in our sample—three firms in the north and three more inthe south, interviewing the chief executive officers and the chief financial offers of thesefirms. At each of the firms, we went through a selection of the survey questions, and checkedif the respondents understood the questions in the way we intended. In the process, wediscovered that some firms made careless mistakes in recording their information for somesurvey questions, though a majority of the questions appear to be correctly answered. Thissuggests the usefulness of applying some filters to exclude possible outliers in the subsequentestimation.Definitions of OwnershipAs we will investigate possible allocative inefficiency across firm ownership, especiallypossible preferential access to financing by state firms and policy-induced liquidity constraintfaced by private firms, we need to have a reliable way to define firm ownership. Onecomplication is that, due to rapid changes in the economy, there can be serious mis-matchesbetween firms’ actual and notional (registered) ownership. Our survey asks for firmownership with two different questions. First, it asks (in the section to be filled out by firm chief executives) the ownership type according to the current firm registration form. Second, it asks the firm (in the section to be filled out by chief financial officers and heads of human resources) to break down ownership shares by owners’ types (state, collective, legal person, private individual, and foreign investors).It is clear from the responses that the actual ownership does not always correspond to the ownership type on a firm’s business registration. For example, 169 firms that are registered as state-owned firms (out of a total of 1122) and 208 firms that are registered as collectives (out of 869) are already wholly owned by domestic private capital by the time the survey took place. For our analysis, we classify all firms into eight mutually exclusive ownership types based on the actual ownership information. The ownership types are defined in the following way:(a) Wholly state-owned if state share = 100 percent;(b) Majority state-owned if 50 percent ≤ state share < 100 percent;(c) Minority state-owned 0 < state share < 50 percent;(d) Wholly foreign-owned if foreign share = 100 percent;(e) Majority foreign-owned if 50 percent ≤ foreign share < 100 percent (and no stateshares);(f) Minority foreign-owned if 0 < foreign share < 50 percent (and no state shares);(g) Collectively owned if registered as a collective, still with collective share > 50percent;(h) Domestic privately owned = all the rest.Note that our category of “domestic privately owned firms” is relatively broad, capturing not just de nova private firms, privatized formerly state or collectively owned firms. It also captures some of the so-called “round-tripping” foreign direct investment, namely firms that are registered as foreign invested firms (including those from Hong Kong, Macao and Taiwan) but that the chief financial officers know are actually owned by domestic private investors. In addition, some of the firms in this category could include state shares (but reported as legal person shares). The last possibility can reduce the estimated difference in returns to capital between partially state-owned and private firms.Out of the 12,400 firms in the survey, three are registered as majority privately-owned but are reported to have a state share in excess of 50 percent. Under the assumption that it is unlikely for the country to have nationalized formerly privately owned firms during this period, we choose to exclude them from our analysis.Variable DefinitionsThe key variables to be explained are the observed average returns to capital and labor (ARPK j o and ARPL j o). For each firm in a given year, we define value added, VA j,t, as VA j,t = value of output j,t – value of raw material j,t (19)Then, the observed average revenue product of capital is simply the ratio of value added to capital:ARPK j,t o = VA j,t / K j, t (20) Similarly, the observed average revenue product of labor is value added divided by total labor,ARPL j,t o = VA j,t / L j, t (21) Filtering Out Data Entry Errors and Extreme ValuesThe raw data may contain recording errors by the respondents at the firm level or data entry errors by the staff of local statistical bureaus that are not captured by their checks or those of the national bureau. In addition, missing values for certain variables (e.g., firm revenue) would render it impossible to compute the variables of interest. Therefore, we devise a number of filtering rules to minimize the influence of outliers and to exclude observations with missing key information.We filter out firm-years in which (a) either the firm revenue or the value of intermediate inputs is missing; (b) the annual growth rate of either the value of intermediate inputs, value added, or the ratio of value added to the value of intermediate inputs exceeds 500 percent in absolute value.For regressions involving ARPK j,t o, we further exclude observations for which (c) the annual growth rate of capital in absolute value exceeds 500 percent, and (d) measured ARPK j,t o exceeds 1,000 percent in absolute value. For regressions involving ARPL j,t o, we further exclude observations for which (e) the annual growth rate of labor in absolute value exceeds 500 percent, and (f) measured ARPL j,t o exceeds 600,000 yuans (about US$75,000) in absolute value. As a robustness check, we increase the threshold in (b), (c) and (e) from 500 percent to 1,000 percent, and the threshold in (d) from 1,000 percent to 10,000 percent. The changes do not change the qualitative results of the analysis.These rules are designed to filter out extreme outliers. The remaining sample could still contain recording errors. So when we turn to regressions, we will also employ an additional robustness check by trimming out certain percentage of the smallest and the largest values for each ownership type.IV. S TATISTICAL RESULTSWe start with some raw, or unconditional returns to capital across different ownership types. We then move to account for the influence of sectors and locations on the returns to capital using a regression framework.Different Sources of Financing Across OwnershipIt is commonly noted that private firms have a harder time than state-owned firms to obtain financing from local banks in China. An Enterprise Survey conducted by the International Finance Corporation, a part of the World Bank Group, supplies evidence consistent with this notion. The IFC survey measures the perceptions of business managers and other senior staff about the main obstacles faced by their company in a number of countries3. The China portion of the survey, conducted in 2002 and 2003, comprises a sample of 3948 registered businesses. Two questions are particularly useful for our purpose: one asks firms to report a breakdown of the sources of financing for their working capital, and the other asks for a breakdown of the sources of financing for investment.Table 2 lists the sources of financing for working capital as reported by firms of various ownership. While domestic private firms report to derive 22 percent of their working capital from Chinese banks, state-owned firms are 50 percent more likely to rely on local banks, deriving 36-38 percent of their working capital from them. In contrast, family and friends are an important source (8 percent) of working capital for private firms but not at all for state-owned firms.Table 3 tabulates the sources of financing for investment. The same basic patterns emerge. In particular, state-owned firms are much more likely to rely on domestic banks for financing than private firms (or foreign firms), though the magnitude of the difference is moderately smaller than for working capital. Private firms continue to rely on family and friends (8.7 percent) for investment financing while state-owned firms do not.The Chinese security regulatory agency also favors state-owned firms over private firms in its approval of initial public listings; this is reflected in the overwhelming share of listed companies that are majority state-owned. Therefore, it is reasonable to conclude that state-owned firms have relatively easy access to the formal financial system in China. Indeed, this is well known in the literature. However, how much difference in the cost of capital this actually translates into is not known. The rest of the paper aims to fill this void. Dispersion in Returns to Capital Across Firm Ownership: Summary StatisticsTable 4 reports the summary statistics on the ratio of value added (VA) to capital stock by firm ownership. The mean average revenue product of capital is 99 percent for wholly state-owned firms, and 151 percent for private firms. In other words, the average return to capital is more than 50 percentage points higher for private firms than for wholly-state owned firms. In fact, foreign-owned and domestic private owned firms have comparably high average returns to capital (148-158 percent). Interestingly, the average returns decline progressively from foreign or domestic private owned firms, to minority state-owned (133 percent), majority state-owned (124 percent), and wholly state-owned firms (99 percent). This suggests that state ownership is systematically associated with lower returns to capital. On3 More information on the survey methodology can be found at /Methodology.the other hand, collectively owned firms appear to have high returns to capital (172 percent), perhaps resulting from as severe discrimination in access to financing and other distortions in much the same way as domestic private firms.The average returns may appear high in absolute values for all types of ownership. This could be due to outliers in the sample (in addition to policy distortions to cost of capital and output). We consider two reduced samples that trim out additional possible outliers. Specifically, for each ownership type, we exclude the top and the bottom 5 percent (or 10 percent) of the firms in terms of the average returns. The resulting means for these two trimmed samples are reported in the next two columns in Table 4. The average returns do become lower for each ownership type as we trim out more extreme values. Interesting, the order of the returns by ownership is preserved, namely, wholly state-owned firms always have the lowest average return, followed by majority state-owned and minority state owned firms.Another reason for the high returns may result from under-valued capital stock. In particular, the value of capital stock on the firms’ book may not fully reflect (potentially higher) market value. This could make the ratio of VA/K artificially high. Of course, firms may not take enough depreciation on their capital stock, which could result in over-valued capital stock. If these measurement errors are not systematically related to ownership (though related to sector classification), then they should not affect the order the estimated returns to capital across ownership. Arguably, state-owned firms are more likely not to take enough depreciation (i.e., keeping some “dead” capital on the book). As a result, the true discrepancy in the returns to capital between state-owned and privately owned firms is likely to be even larger than reported in Table 3.Another way to look at “typical” returns by ownership that are less affected by extreme values is median return. By this measure, again, the same pattern of relative returns across ownership is exhibited. Specifically, wholly-state owned, majority state-owned, and minority state-owned firms have the three lowest median returns (57 percent, 71 percent, and 78 percent, respectively). Foreign-owned and domestic privately owned firms have returns, between 91-100 percent, or 20-40 percentage points higher than state-owned firms. The collectively owned firms are recorded to have the highest median returns.Regression Approach to Control for Sector, Year, and Size EffectsThe average returns to capital recorded in Table 4 do not take into account possible return differences across sectors, times or regions. For example, let us assume that state-owned firms do not have intrinsically lower returns. If private firms happen to be over-represented in higher-risk, higher-returns sectors, they would on average have higher returns than state firms. This speaks to the importance of controlling for sector-specific risks and other shocks. As another example, let us assume that the source of inefficiency lies in regional differences in returns to capital4. If state-owned firms happen to be over-represented in those regions4 Boyreau-Debray and Wei (2004) reported evidence of segmentation of regional capital markets in China.with more depressed returns, then we might incorrectly conclude that capital allocation is biased in favor of state-owned firms if we do not correct for the regional effects. In this sub-section, we employ a regression framework that explicitly decomposes return differentials into ownership, region, and sector/year components.We regress value added over capital (VA/K) on the seven ownership type dummies (with domestic private firms being the omitted benchmark type), industry—year fixed effects, and region fixed effects. The result is reported in the first column of Table 5. Even after accounting for year-specific sector shocks and location differences, the returns to capital are found to be statistically lower for state-owned firms than for domestic private firms, suggesting that private firms face greater capital and output distortions than state-owned firms. Wholly foreign-owned firms also exhibit lower returns than domestic private firms. On the other hand, collectively owned firms may face even greater capital and output distortions as they show higher returns than private firms.In addition to working with the full sample, we also trim out 5 percent (or 10 percent) of the extreme values on both ends for each ownership type. The new regression results with the trimmed samples are reported in Columns 2 and 3 of Table 5. The qualitative results are similar as before, except that the return to wholly foreign-owned firms is no longer lower than domestic private firms once we exclude 10 percent outliers on both ends. Taken together, these three regressions suggest that after accounting for region and sector shocks, wholly state owned and majority state-owned firms still have 45 percent and 22 percent lower returns, respectively, than domestic private and foreign firms. Collectively owned firms, on the other hand, continue to appear to face even more grave distortions.We also regress log of VA/K on the ownership type dummies, sector/year and region fixed effects. This specification corresponds to equation (13), allowing us to interpret the coefficients on the ownership dummies as reflecting relative capital and output distortions in percentage terms (tax equivalent). Parallel to the previous set of equations, we implement the regression on two trimmed samples as well as the whole sample. It turns out that the results are qualitatively similar to the earlier regression with un-logged dependent variables. Specifically, the combination of capital and output distortions is equivalent to giving wholly state-owned firms a subsidy of 54 percentage points relative to foreign and domestic private firms. Majority and minority state-owned firms are also found to face less distortions than private firms, which in tax equivalent terms, are on the order of 20 and 10 percentage points, respectively. We have also added a measure of firm size (total employment) to the regressions to see if the return to capital varies systematically with size (reported in Table 6). The answer turns out to be no.To summarize, the data strongly suggest that the ARPK is substantially lower for wholly and partially state-owned firms than for foreign and domestic private firms by as much as 11-54 percentage points. If all firms in the same industry have the same Cobb-Douglas production (but may differ in their levels of TFPs), then the marginal return to capital, or MRPK, (which is proportional to ARPK), is also substantially lower for state-owned firms than for foreign and domestic private firms.。
辛普西亚商务端云端门户用户指南说明书
Scholastic Oracle Cloud Supplier Portal User GuideTable of ContentsIntroduction to the Supplier Portal (3)What is the Supplier Portal? (3)Navigating the Supplier portal (3)Logging in (3)Homepage Navigation (4)Notifications (5)Overview Menu (6)Summary Tab (6)Orders Tab (7)Schedules (8)Negotiations Tab (9)Request for Quote (RFQ) (10)Receiving an Invite for a Negotiation (10)Viewing the RFQ (10)Creating a Response (12)Award Decision (18)Purchase Orders (PO) (20)PO Notification (20)Review PO Details (21)Acknowledge a PO (22)Enter/Revise a Promised Ship Date for a Schedule (24)Manage Schedules (26)Order Life Cycle (27)Invoices (29)Create and Submit an Invoice (29)Miscellaneous Charges (33)Create Invoice without PO (34)View Invoices (36)View Payments (37)Supplier Preferences (39)Introduction to the Supplier PortalWhat is the Supplier Portal?The Scholastic Supplier Portal is a secure, web-based workspace that provides our vendors with full visibility to Scholastic transactions, including request for quotations (RFQ), purchase orders, and invoices.The Supplier Portal plays a key role in Scholastic’s Or acle ERP transformation, as this tool helps improve communication with our suppliers by automating and streamlining the source-to settleprocess.Navigating the Supplier portalLogging inOnce your password has been set, click on the “Oracle Fusion Prod” icon to reach the Supplier Portal home page.Once your password has been set, log in on the home pageHomepage NavigationOn the home page, click on the Supplier Portal icon to open the “Overview” page.NotificationsAt the top right corner of the home page, a bell icon will display your pending notifications. This includes new purchase orders pending acknowledgement as well as invitations to a negotiation.Note: Clicking on the notification brings you to the PO or Negotiation in questionOverview MenuThe overview page provides a snapshot into Scholastic’s most recent transact ions as well as anything requiring attention.Summary TabWorklist: A list of all pending notifications sent to the current supplier user. These are the same notifications found in the bell at the top of the page. Please note that most notifications willalso be sent via email.Watch list: Contains a set of saved searches which display counts of urgent or recenttransactions, possibly requiring action, such as Orders Pending Acknowledgment. Clicking awatch list entry navigates direct to the screen so that user can begin working on the transactions immediately.Contains the header detail of our purchase orders. The header contains the PO issued date andthe total $ amount ordered. The item level detail, quantity, and ship-to locations can be foundin “Schedules”.Orders with Recent Activity: A list of orders that have been Opened, Changed, or Canceledwithin the last week. This date can be manually changed to display more or less orders. Indicates an orderhas been cancelledA purchase order “Schedule” contains the quantity, ship-to location, and promised ship date.An order with a ship date in the past is highlighted with an alert. Schedules must be kept up todate. The promised ship dates that you provide are visible for everyone at Scholastic.At the bottom, “Recent Receipts” will list all purchase order schedules received within the lastweek.Indicates a promisedship date is past dueNegotiations TabRequest for Quotation (RFQ) transactions that the supplier is involved in or is invited to by Scholastic. It provides a quick summary to easily monitor the status and responses.Request for Quote (RFQ)Receiving an Invite for a NegotiationThe Scholastic Sourcing group has the ability to invite vendors to bid on projects through theSupplier Portal. If your organization is invited to a negotiation, you will receive an email as well as a notification in the Supplier Portal.The email invitation will include a PDF overview of the project. There is also a link that will take you directly to the RFQ in the Supplier Portal.Viewing the RFQYou can view the RFQ by clicking on the link the email notification. Another option is to go to the Supplier Portal and navigate to the Negotiations tab. Click on the negotiation number inquestion.This will bring up the RFQ cover page with the time remaining to respond displayed. On the left hand side of the RFQ, you will see links to the different components of the RFQ.Click on the Overview link. This will bring up the Overview page, which has key dates tied to the RFQ. On the right hand side, you will find attachments to the RFQ. The attachment will have the requirements for the RFQ along with instructions, quantities, and any other relevant information.Click on the Lines link. This will bring up the line items tied to the RFQ. In some cases, due to complex requirements, there will be one placeholder line visible with the advanced requirements included in an attachment.Creating a ResponseWhen you decide to bid on an RFQ, you must first acknowledge that you will participate. You can do this from the Negotiations dashboard by scrolling to the “Open Invitations” section. Highlight the negotiation, and click on the Acknowledge Participation button.This will bring up the Acknowledge Participation popup. You can select Yes or No, and enter a comment to the Scholastic buyer.At this point, if you refresh the Negotiations dashboard, you will see YES listed in the ‘Will Participate’ column. You can create your response by highlighting the Negotiation and clicking on the Create Response button.Another way to create a response is to open the RFQ and click on the Create Response button on the upper right hand sideThis will bring up the response page. Enter the quote expiration date, an internal quote number if you have one, and any notes to the buyer. You can also attach any correspondence by clicking on the + sign next to Attachments.You can attach more than one file by clicking on the + sign.Once you attach a file, it will show up on the main screen. You can remove the attachment by clicking on the X next to the file name. Hit Save and then Next.This will bring you to the “Lines” screen. Enter unit costs for the lines along with a Promised Ship Date.For most negotiations, the Scholastic buyer will give the supplier an option to create your own line by clicking on the + sign under Create Alternate. This is especially useful if you want to incorporate a unique idea or proposal.On the Alternate Line screen, you are required to enter a description, response price, and response quantity. You can enter a note to the buyer and also attach files to the alternate line.After hitting Save and Close, the alternate line will be added to the RFQ response.Hit Save and Next. This will bring you to the Review screen, where you can view the response as a whole. There are tabs for the Overview and Lines. When you are ready to submit the response to Scholastic, hit Submit.You will receive confirmation that the response was submitted.Award DecisionAfter the Scholastic buyer receives all bids, they will award either the whole job, or part of the job.If you are selected, you will receive an email notification as well as an Oracle notification confirming which lines of the negation were awarded to you. If you are not selected, it’s up to the Scholastic buyer if they want to inform the suppliers systematically that were not selected. You would receive a similar alert, but t he awarded lines amount will be “0”.Clicking on the notification will bring up the award decision. In the screenshot below, one line was awarded.Here is a screenshot of an award decision where nothing was awarded:Another way to view the outcome of the RFQ is to go to the Negotiations home screen. Scroll down to Completed Negotiations. The little green circle with a check mark indicates that the bid was awarded, while the note “No award” in the amount signifies that your bid was not accepted.Purchase Orders (PO)PO NotificationWhen a Scholastic purchase order is issued, you will receive an email notification with a PDFattachmentIf an acknowledgment is required, the email subject will include “Requires Acknowledgment”. A notification alert will also be displayed at the top of Supplier Portal to note an action is required.When a “R evised” PO is received, the email subject will include the “Revision #”Review PO DetailsOpen the attachment in the email to view a PDF of the purchase order. Additionally, on the “Orders” overview tab in the Supplier Portal, all recent PO’s will be listed under “Opened”. You will have the option of viewing a PDF, opening the order for acknowledgment, as well as updating the order with a confirmed promised ship date.Acknowledge a POSome Scholastic POs will require a supplier acknowledgment within the Portal. The PO will not be considered “open” until the Supplier completes the acknowledgment process. If a PO requires acknowl edgment, the email subject will note “Requires Acknowledgement”. You can acknowledge the PO from the link in the email or log into the supplier portal and click on the “Pending Acknowledgment” link in the Watch list.Note: A notification alert will pop-up as well as a task in the “Work list”. While both of these serve as links to the PO, it is suggested to acknowledge an order by using the link in the “Watch List”, as this method is most efficient.A “Manage Orders” screen will be displayed with all orders pending acknowledgement. Click on an order #.The PO header and details will be displayed. At the top right of the screen, select the “Acknowledge PO” button.You may need to acknowledge both the order (under “Terms”) and each Schedule line. You are given the option to “Accept” or “Reject”. Please only “Accept” the PO using this process. If there is something wrong with the order, please reach out to your Scholastic buyer via email or phone.In the top right hand corner, hit “Submit”Then hit “OK” and “Done” to close out of the order.The acknowledgment has been sent back to Scholastic and the order status is now “Open”.Enter/Revise a Promised Ship Date for a ScheduleOn every order, we send a “Requested Ship Date”. We expect that every supplier will respond with a “Promised Ship Date” confirming when you can ship. These dates are loaded into the Scholastic system for reporting purposes, so it’s i mportant that they are populated for every order and kept up to date.From the “Orders” or “Schedules” tab, select an order to edit:This brings you to the PO screen. The top part contains the PO header information with your supplier information. The “Lines” and Schedules” tabs at the bottom contain the PO detail.In the previous screenshot, the requested ship date is 4/26/18. However, the promised ship date is blank. In order to enter a new promised ship date or revise an existing promised ship date, click the “Actions” button on the top right of the screen and select “Edit”.A warning message pops up to confirm that any action will create a change order. Click “Yes”.In the “Schedules” tab, enter a new promised ship date and a change reason if applicable.Enter a description of the change order you made at the top o f the PO and then hit “Submit”.Note: Hitting “Save” will save your work, but will not send the updated date back to Scholastic. You must select “Submit”.After hitting “submit”, a popup message confirms that your changes have been sent to Scholastic. We will reach out to you with any questions.Manage SchedulesTo search and view all orders and schedules, select the task button while in the Overview screen in the supplier portalIt opens up a tab on the right side with a number of options. Under “Orders”, select “Manage Schedules”.The Manage Orders screen allows you to search all PO Schedules, open or closed. The default search is “All”, but you can search using a number of parameters, as well as setup custom searches. You can also easily tell which schedules don’t have a “Promised Ship Date” by sorting the field. In fact, all of the fields are sortable.Order Life CycleWhen you select a PO to view or edit, the “Order Life Cycle” graph can be found on the top right of the screen. It is a graphical view of the dollar amount ordered, received, delivered, and invoiced. Select “View Details” for additional information.The Order Life Cycle now displays a complete order summary including in-transit shipment information (pulled in from our OTM module), receipt dates, and invoice status.InvoicesCreate and Submit an InvoiceThe Scholastic Supplier Portal allows you to submit invoices directly to Scholastic. Processing your invoices through the supplier portal will increase the speed that your payment isprocessed. In the task list, select “Create Invoice”.In the “Create Invoice” section, s elect an order from the “Identifying PO” drop down list. This will populate most of the fields. Then enter y our internal “Invoice Number” and today’s date.In the “Items” section, hit the “Select and add” button to choose the PO lines you’d like to add to the invoice.Select the line(s) and hit “Apply”.Then hit “OK”. The item(s) has been added to the invoice.In the quantity field, enter the shipped quantity.Note: This version of Oracle Cloud does not allow overage to be invoiced. Theinvoiced quantity cannot exceed the order quantity. We are working with Oracle to correct this in a future release. For now, please work with the buyer to revise the PO when the shipped quantity exceeds the ordered amount, or add the overage amount as a miscellaneous cost under “Shipping and Handling” at the bottom of the invoice.In the Location of Final Discharge, enter the tax Province to capture the correct tax code.Once all the line items have been added to the Invoice, click on the Calculate Tax Button. Your taxes should now be calculated on the Invoice.Note: if you calculate tax after only one line item is picked, it will not work on anysubsequent line items.Miscellaneous ChargesHit the “Add” button under “Shipping and Handling” and select “Miscellaneous”. Enter an amount and descriptionNote: Freight is not a viable option as all of our shipments should route through the Scholastic Logistics group via the OTM system.Hit “Submit” to send the invoice to ScholasticA pop-up message will confirm that the invoice has been submittedCreate Invoice without POFor services completed where a Scholastic PO wasn’t issued, please submit an invoice using the “Create Invoice without PO”.On the invoice header, enter your invoice number, today’s date, and attach any pertinent documents. You must also enter the email address of the buyer at Scholastic who will receive and approve the invoice.Must be TODAYS DATEFor the invoice details, hit the + icon to add a line. Select a ship to and Location of Final Discharge, enter an amount and a description of the services provided.To add taxes, hit the “Calculate Tax” button.Note: Location of Final Discharge much be populated in order to calculate taxes on the invoice.Add miscellaneous charges at the bottom under “Shipping and Handling”.Hit “Submit” at the top of the screen and you’ll receive a confirmation message that your invoice has been submitted.To search for all submitted invoices, o n the Task Menu, select “View Invoices”Select your “Supplier” name, and hit search. You can use the fields to narrow your search as well as create custom searches. You can see the Invoice Status, as well as a Payment Number to confirm that a payment has been made against your invoice. Please note that all of these columns can be sorted.To search for invoice payment status, on the Task Menu, select “View Payments”Select your “Supplier” name, and hit search. You can use the fields to narrow your search as well as create custom searches. You can also see the payment status to confirm that a payment has been made. Select a “Payment Number” to see the complete detai ls of the payment.Complete payment detail will be displayedSupplier PreferencesOn the home page, select “Set Preferences”Select “Regional” in the General Preferences list to review the option to update your date and time format, preferred number format, primary currency, and time zone.Select “Save and Close” when finished.Select “Language” to change the primary language of the website. The default is “American English”。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
10 OUTLANDER EX_CHINA
WM (车间维修手册)
组别标题
00概述
00概述
00E概述 <电气系统>
11发动机
11A发动机机械 <4B1>
11B发动机的大修 <4B1>
11C发动机机械 <6B3>
11D发动机的大修 <6B3>
12发动机润滑
13燃油
13A多点燃油喷射（MPI）<4B1>
13B多点燃油喷射（MPI）<6B3>
13C燃油供给
14发动机冷却系统
15进气和排气
16发动机电气
17发动机和排放控制系统
21离合器
21A离合器
21B离合器的大修
22手动变速器
22A手动变速器（FF）
22B手动变速器的大修
23自动变速器
23A无级变速器（CVT）
23B无级变速器的大修
23C自动变速器（FF）
23D自动变速器的大修
25传动轴
26前桥
27后桥
27A后桥 <2WD>
27B后桥 <4WD>
27C电子控制 4WD
31车轮和轮胎
32发动机 - 变速器总成支架
33前悬架
34后悬架
35行车制动器
35A基本制动系统
35B防抱死制动系统（ABS）
35C主动稳定控制系统（ASC）
36驻车制动器
37动力转向
（见下页）
WM (车间维修手册) (续)
组别标题42车身
42A车身
42B无钥匙操作系统（KOS）
42C无线控制模块（WCM）
51外部件
52内部件及辅助乘员保护系统（SRS）52A内部件
52B辅助乘员保护系统（SRS）
54底盘电气系统
54A底盘电气系统
54B本地互联网络（LIN）
54C控制器区域网络（CAN）
55暖风、空调和通风装置
55A暖风、空调和通风装置
55B自动空调
70部件位置
80布置图
90电路图
TIM (技术信息手册)
组别标题00概述
11发动机
11A发动机机械<4B1>
11B发动机机械<6B3>
12发动机润滑
13燃油
13A多点燃油喷射（MPI）<4B1>
13B多点燃油喷射（MPI）<6B3>
13C燃油供给
14发动机冷却系统
15进气和排气
16发动机电气
17发动机和排放控制系统
21离合器
22手动变速器
23自动变速器
23A无级变速器（CVT）
23B自动变速器
25传动轴
26前桥
27后桥
31车轮和轮胎
32发动机 - 变速器总成支架
33前悬架
34后悬架
35行车制动器
35A基本制动系统
35B防抱死制动系统（ABS）
35C主动稳定控制系统（ASC）
36驻车制动器
37动力转向
42车身
42A车身
42B无钥匙操作系统（KOS）
42C无线控制模块（WCM）
51外部件
52内部件及辅助乘员保护系统（SRS）
52A内部件
52B辅助乘员保护系统（SRS）
54底盘电气系统
54A底盘电气系统
54B本地互联网络（LIN）
54C控制器区域网络（CAN）
55暖风、空调和通风装置
BRM (车身维修手册)
组别标题0概述
1车身构造
2车身尺寸
3焊接板的更换
4防腐蚀
5合成树脂件
6车身颜色
PDI (交车前检查)
组别标题0概述
1交车前检查
2定期检查与维护。